Effects of audit and feedback on professional practice in Geriatric Acute Care Units

König, C.; Plank, Johannes; Augustin, Thomas; Habacher, W.; Beck, Peter; Frühwald, Thomas; Pils, Katharina; Sommeregger, Ulrike; Dovjak, Peter; Pinter, Georg; Mrak, Peter

doi:10.1016/j.eurger.2013.05.005

Cited by 4 publications

(5 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Of the twenty-three documents included in this review, six were published in Canada [ 10 , 42 – 46 ], six in the Netherlands [ 13 , 14 , 47 – 50 ], four in the USA [ 12 , 18 , 51 , 52 ], two in the UK [ 53 , 54 ], one in Austria [ 15 ], one in New Zealand [ 55 ] and one in Australia [ 56 ]. Two are international articles [ 11 , 57 ].…”

Section: Resultsmentioning

confidence: 99%

“…semi-directed interviews, grounded theory] [ 11 , 42 – 44 , 46 , 47 , 50 , 51 ], five are quantitative [e.g. randomized trials, cross-sectional surveys] [ 14 , 15 , 48 , 49 , 55 ], four are project reports [ 18 , 52 – 54 ], three have mixed specifications [ 12 , 13 , 45 ] and three contain guidelines or recommendations [ 10 , 56 , 57 ].…”

Section: Resultsmentioning

confidence: 99%

“…With the exception of the last three documents and one study that identifies the different audit and feedback theories using semi-directed interviews [ 11 ], nineteen are related to the development or implementation of an NPIS [ 12 – 15 , 18 , 42 – 51 , 53 – 55 ]. Thirteen articles concern hospitals [ 12 , 13 , 15 , 18 , 43 , 46 – 48 , 50 – 53 , 55 ], four concern long-term care facilities [ 6 , 18 , 42 , 45 ] and two pertain to outpatient clinics [ 14 , 49 ].…”

Section: Resultsmentioning

confidence: 99%

“…Some NPIS or teams do not use targets, since there is not enough information on which to base their choice [ 10 ]. Nevertheless, many experts recommend the use of targets to reinforce desired practices [ 10 , 56 , 57 ] and to specify them in their NPIS [ 12 , 13 , 15 , 18 , 43 , 44 , 46 , 47 , 49 – 55 ].…”

Section: Resultsmentioning

confidence: 99%

“…For example, some teams may have transitional or lasting difficulty implementing planned feedback processes (e.g. cancellation, non-attendance due to sick leave) or mobilizing a concerted effort to improve their practices [ 12 – 15 ]. Analysis of indicators, interpretation of their meaning or the development of an action plan can generate controversies around emergent issues that require negotiation.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

How does nursing-sensitive indicator feedback with nursing or interprofessional teams work and shape nursing performance improvement systems? A rapid realist review

et al. 2022

View full text Add to dashboard Cite

Background Care quality varies between organizations and even units within an organization. Inadequate care can have harmful financial and social consequences, e.g. nosocomial infection, lengthened hospital stays or death. Experts recommend the implementation of nursing performance improvement systems to assess team performance and monitor patient outcomes as well as service efficiency. In practice, these systems provide nursing or interprofessional teams with nursing-sensitive indicator feedback. Feedback is essential since it commits teams to improve their practice, although it appears somewhat haphazard and, at times, overlooked. Research findings suggest that contextual dynamics, initial system performance and feedback modes interact in unknown ways. This rapid review aims to produce a theorization to explain what works in which contexts, and how feedback to nursing or interprofessional teams shape nursing performance improvement systems. Methods Based on theory-driven realist methodology, with reference to an innovative combination of Actor-Network Theory and Critical Realist philosophy principles, this realist rapid review entailed an iterative procedure: 8766 documents in French and English, published between 2010 and 2018, were identified via 5 databases, and 23 were selected and analysed. Two expert panels (scientific and clinical) were consulted to improve the synthesis and systemic modelling of an original feedback theorization. Results We identified three hypotheses, subdivided into twelve generative configurations to explain how feedback mobilizes nursing or interprofessional teams. Empirically founded and actionable, these propositions are supported by expert panels. Each configuration specifies contextualized mechanisms that explain feedback and team outcomes. Socially mediated mechanisms are particularly generative of action and agency. Conclusions This rapid realist review provides an informative theoretical proposition to embrace the complexity of nursing-sensitive indicator feedback with nursing or interdisciplinary teams. Building on general explanations previously observed, this review provides insight into a deep explanation of feedback mechanisms. Systematic review registration Prospero CRD42018110128.

show abstract